subject: The 'exceeding customer's expectations' trap [print this page] There's some interesting researchout of Australia citing that only 5% of Australians feel that a company has exceeded their online customer service expectations. The study goes on to point out that 80% of consumers will begin to look elsewhere if expectations aren't met. 30% will just abandon the company forever. Similar numbers over the last year have come out of the US, Canada andAsia.
The message, of course, speaks to the profound importance of companies learning to manage and meet expectations. The trap is created, however, when an organization makes it their mission to 'always exceed'customers' expectations. Here are three reasons why this is not aviable or sustainable strategy:
1. It becomes progressively more impossible to meet
Imagine a restaurant customer the first time he/she goes in. The table is set perfectly, the waiter performs flawlessly, thefood isprepared impeccably, and the bill is accurate and fair. The customer leaves happy, and returns the following week, expecting his experience to be the same as the last time.
So what does the restaurant do now? How do you deliver better than perfect?Maybe give away a free coffee? Put an extra dollop of sour cream on the baked potato? if so, then they've now set the expectation bar even higher, so what do they do the third time the customer comes in - or the fourth - or the fifth. At some point down the road, if that customer continues to patronize the restaurant (and why wouldn't he), they will have to begin paying him...
2. Customers don't always want their expectations exceeded.
When I'm calling to ask a question of my gas company, I want someone topick upthe phone promptly and answerknowledgeably and in a friendly manner. Period. I don't want anything extra - I'm justtoo busy.
3. It becomes an unfair standard to hold employees to
Because its a moving target, because it is open to wide interpretation, and because it's not always appropriate, how can one fairly evaluate or even coach employees? In order for performance standards to be effective for motivating and guiding employees, they must be both fair and clearly defined. This is neither.
The fact is, "wowing" a customer at every touchpoint is simply not attainable - nor, quite frankly, necessary. Here's what I think a betterstrategic target structureshould look like:
1. Ensure that all customers consistently are pleased with their experience (This will ensure they come back)
2. When #1 (above) fails, ensure that your response is swift, positive, genuine and pleasantly surprises the customer (These are the things they will talk with their friends about)
How do you achieve this?Start by setting very high, attainable and sustainable performance expectations for employees - then build in negative consequences for failure to achieve them, and positive consequences for success. Make sure you consistently coach to the standards, and frequently measure the performance levels.
